November 17, 2024 • 18 mins
Preston Choctaw discusses with Dr. William T. Choctaw, MD, JD, the revolutionary Program of All-Inclusive Care for the Elderly (PACE), shedding light on its transformative approach to providing comprehensive care for seniors. Learn how PACE serves as a model for integrated healthcare and what it means for the future of patient-centered care.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Coming up on this episode of theHealthy, Wealthy, and Wise podcast.
But, um, um, but, uh, with, withquality, when I was a quality
improvement manager, you know, I was,I was essentially behind the scenes.
You know, we would do a lot ofthe behind the scenes work, work
with compliance, send stuff toregulators, um, work on complaints.
(00:21):
It was a lot of behind the scenes stuff.
When I then moved into a directorlevel role, which was a center
director, um, and I'll Really quickabout the type of center it was.
So
welcome to the healthy, wealthy,and wise podcast with Dr.
William T.
Choctaw MD, JD, this podcast willprovide you with tools and actionable
(00:43):
information you can use to help live amore healthy, wealthy, and wise life.
It's powered 50 years of medicalexperience of this Yale university
medical school trained surgeon,who is also a Western state law
school trained attorney with.
Executive experience being a formermayor of Walnut, California, as well as
(01:05):
the current chairman of the nonprofitServants Arms, and as president of
Choctaw Medical Group, Incorporated.
This is the Leadership MasterclassEdition, already in progress.
Welcome ladies andgentlemen to our podcast.
We are absolutely delighted.
(01:26):
To have one of our unique leaders, um,and we indeed, uh, view this podcast as
an offshoot of the leadership masterclass.
And one of the things that we try todo on a regular basis is have leaders
in different levels of leadershipand have them to stop by and share
their words of wisdom with us.
(01:48):
Uh, we are absolutely I'm absolutely,uh, thrilled, uh, to have, uh, Mr.
Preston Choctaw.
Now, you may say, wait asecond, wait a second, Choctaw?
And I would say, yes,you heard that right.
Uh, he is indeed one of my progeny.
(02:10):
And we will, we will have him, uh, to tellus about himself, but welcome Preston.
Welcome to the Healthy,Wealthy and Wise podcast.
Well, thank you very much.
Very glad to be here.
Glad to be here.
Give us your thoughts about leadershipand what has been your experience over,
uh, your, your, uh, lifespan, uh, in termsof, uh, what you think leadership is and,
(02:36):
and how have you been involved with it?
Oh, let me replay it for all thecollege students who are listening to
you on this podcast and they say, youknow, I want that management position.
I want to be a director, supervisor,whatever, but I, but I don't know,
you know, I hear about so muchstuff going on and I don't know
(02:56):
whether how people were viewing me.
What kind of advice would you give them?
Yeah, so, um, One, I mean,it's, it's really hard.
I mean, it's, it's complicated just, justbecause you don't know the environment
that, that you're walking into.
I mean, culture matters.
(03:17):
When I mean culture, I mean theculture of, uh, of the organization.
Got it, got it.
You know, and that culture is usually setby, by, by, by, by leadership, by whoever
the CEO or the executive director is.
So, okay.
So the, the culture of the organizationmatters, but, um, but for, you
(03:40):
know, for like myself or for someonewho's, who's African American, or
someone who's a minority coming into,you know, an organizational role.
Um, one, I'd probably say that one of thebiggest things is, um, results matter.
So, so, um, focus on what the result is.
(04:03):
Focus on what the expectation is.
Okay.
Actually, let me, let, let, let, letme actually change that, change that.
So I would say, understand yourexpectation, understand what does
the company expect out of me, evenmore importantly, what does, Um, if
this is someone going into middlemanagement, then it's like, what does
(04:24):
my director or my boss expect out of me?
Got it.
Understand that backwards and forwards,and that can just be like, you know,
having a conversation, sitting down, youknow, you first get into that position,
you're like, you know, You know, you know,what, what are my expectations, you know,
in the first nine, 90 days, what are the,my responsibilities, et cetera, et cetera.
(04:49):
So that's one, um, to, um, um, focuson what you can control also, there,
there'll be times when there'll be thingsoutside of your control by however.
You know, things, the things thatyou may not be able to impact, but
(05:12):
there may be things that you canimpact that could still result in
what you're trying to accomplish.
So I'll, I'll say that again, focuson what you can control, what you can
do for your, what you can do yourselfand not be worried about things that
are external to you that you can not.
(05:33):
do anything about.
Makes sense.
Control the controllables.
Yes.
And then the third thing, and I'd saythe most, one of the most important
things is something that I've alwayslived my life as much as possible is,
um, you know, I've always tried to havea positive outlook about everything.
(05:54):
Got it.
Everything.
Everything.
Positivity.
Tell you positively.
Positivity changes lives.
I agree.
Positivity will change your life as well.
Yes.
No bad days.
Yes.
Yes.
I understand.
It's all.
It's all.
All perception.
It's all in your head.
(06:15):
How you decide that you want to live yourlife and how you see how your life is.
Yes.
All perception.
Yes.
So utilize that.
So if you're concerned about going into anorganization where you feel like you may
not get a fair shake or You know, or youfeel like, you know, people may be judging
(06:38):
you about certain things or, or whatever.
One, you can't control otherpeople's perceptions about you.
You can just control yourown perception about life and
your own life and everything.
And, and, and what will happen though,is If you get into a position where maybe
(07:01):
people are judging you and maybe peopleare seeing you in a certain way and, and
maybe, you know, I mean, maybe you're inan organization where they're saying, Oh,
you know, because, because this person'sblack, he's, he's going to think this
way or he's going to do certain things.
You, you live your life andyou conduct yourself in a way
(07:22):
where that doesn't matter.
What matters is.
What the results that you're gettingat your job, how you're working and,
and, and that, um, uh, um, and that,uh, you are the person who you are.
Right.
Right.
So it doesn't matter what,how anyone else sees you.
(07:46):
It's more about how, whatyou project from yourself,
right.
And that, you know,
and yeah, how you see yourself andhow you project it out, because what's
going to happen Um, uh, there will besituations where people are going to say,
you know what, no matter what type of.
(08:06):
Crap happens to such and such, man,he's, he or she is always positive.
Wow.
They're still look how motivated they are.
They're still working really hard.
You know what he's someone,or she's someone that we want,
we want him in this role.
Because what happens isthat becomes infectious.
(08:27):
You're positive like that.
It really spreads to everyoneelse about being positive.
Exactly.
Just the same way that negativitywill spread to everybody else.
Exactly.
And if it's a, if it's a goodorganization, they want the
former, they want the positivityand they want someone in there.
(08:49):
who will make a positive impactand influence others in that way.
And that's, and, and that's alsohow, when you look at leadership, if
leadership is radiating that positivity,that's how that culture changes.
And that's how that culture becomesone of that people want to stay at and,
(09:10):
and people want to work, work there.
And people want to, To retire there.
Also
makes sense.
Makes sense.
I'm impressed that you learned so much.
And it's such a, it's such a short time.
I, I, I feel very good.
(09:32):
So no, no, go ahead.
You, you, you, you weretaking us on your journey.
Yeah.
Oh yeah.
So, all right.
So,
so, um, all right.
So what I was saying when, when,when, when I was in management,
when I first went into my firstmanagement job and I had like 16
staff, um, I had no supervisors.
(09:55):
It was a really fastpaced, uh, environment.
Um, and it was, it was.
It was hard.
I was putting out fires every single day.
There was always an issue.
There were people whodidn't like each other.
People were purposely tryingto backstab each other.
And I'm trying to kind of ref andcorral everyone, etc, etc, etc.
(10:15):
Um, it was then that I, that I knewthat Um, that it's one thing to be like,
like, uh, like, like what I said beforewhen I was like, oh, when I was a staff
person, I looked at someone being amanager, like, oh, it's not that hard.
You know, Uhhuh, . It's one thingto, you know, think that, you
know, I manage projects so I canmanage pe PI can manage people.
Uh, and it's, it's anotherthing to actually manage people.
(10:37):
So if someone wants toget into management, yes,
you gotta start somewhere.
But if I'm gonna hire a manager,typically, and depending on what.
The team makeup is.
I'm usually looking for someone who hassome sort of management experience who
knows that you're going to be dealingwith people and then be dealing with
getting those relationships to work.
(10:58):
So
that's management.
And then let's get into leadershipand more about director level.
And, and when I became a director, whenI went into the director level, um,
It was really kind of different for mebecause I, as a manager and the specific
type of management rollout, I was in a,uh, I was a quality improvement manager,
(11:22):
quality improvement, and mind you, wecan have a whole nother call on quality.
And we might
do that at a later time.
I mean, if you want, we can
get a quality improvementprocess improvement.
Well, you know, I can, we, we, we canget all into that, but, um, um, but,
uh, with, with quality and when I was aquality improvement manager, you know, I
was I was essentially behind the scenes.
(11:43):
You know, we would do a lot ofthe behind the scenes work, work
with compliance, send stuff toregulators, um, work on complaints.
It was a lot of behind the scenes stuff.
When I then moved into a director levelrole, which was a center director,
um, and I'll tell you really quick,About the type of center it was.
(12:04):
So, um, uh, I had worked, I've workedfor what's called a PACE, uh, program.
PACE stands for Program of AllInclusive Care for the Elderly.
It's a federally funded program,so it's funded through, uh,
CMS, so Medi Cal and Medicare.
(12:25):
Uh, and they basically provide,um, uh, money to organizations
to, to organizations to providecomprehensive medical, emotional,
uh, so, I mean, basically wraparoundcomprehensive healthcare services
for seniors who are 55 and olderwho have a, uh, a chronic illness.
(12:49):
Okay.
I know it's a mouthful, but, um, and,uh, and, uh, PACE programs, they're still
relatively unknown for the most part.
I mean, some people know about themin the healthcare industry, but they
haven't really caught on yet, butthere's a real strong possibility
they're going to kind of explode.
(13:11):
Um, there are some largescale organizations who are
trying to, you know, ramp up.
Opening centers and, and promoting ita lot more and I mean, we'll see, um,
uh, with the new administration, whathappens with that, but, um, the pay
services themselves, I have been extremelyimpactful for low income seniors.
(13:36):
Got it.
Because basically it's because if youhave Medicare and Medi Cal, right,
you got to qualify for Medi Cal.
So essentially for low incomeseniors, but senior is, is they,
they say it's 55 and older.
So, you know, there may be some peoplewho don't think that they're seniors, but
that 55 us may, may, may get you there.
(13:56):
It gets there real fast, no?
Yeah.
Right, right, right.
Right.
Right.
Um, but, um, but anyway, with, with, withPACE programs, I'll just say this briefly.
Um, means we do a, aprimary care provider.
So you have a PCP, you have RNnursing services, you know, it's
(14:16):
basically like an outpatient clinic.
Then you have everythingelse under the sun.
So you have transportation to, fromappointments, you have a social worker on
staff for you, you have a diet, dietaryservices, you have, Visible therapy,
occupational therapy, speech therapyservices, you have um, what am I missing?
(14:41):
Uh, did I miss anything?
Let me see.
Oh, um, no, so, oh, uh,home care services as well.
Okay.
Um, and, but even, so those areusually services within the center,
but then they, Then they will usuallysend you out to specialty so you'll
have optometry, podiatry, cardiology,pulmonology, dialysis, every service,
(15:07):
any and every service that a seniorwill need PACE programs provide.
Okay.
And that will be at no cost to that seniorbecause CMS is paying for everything.
Wow.
Right.
So that's why, and that tome, PACE is like the model.
(15:27):
The new model of health care, whichI think this country is going to move
towards, because what, what they foundwas that, um, typically when you have your
normal, uh, uh, provider, who's, or theprovider of care, and then you have the
payer of care, you know, the insuranceplans, there's usually a conflict there.
(15:51):
Right, because the doctor may wantto prescribe something or may want a
certain service for the patient, but thepayer, the insurer is like, no, no, no,
I don't think, I don't think that makessense, so we're not going to pay for it,
and then they're going back and forth,and then who's stuck in the middle?
Patient is the
patient is.
It almost sounds sort of like aKaiser for the elderly and that's
(16:13):
probably a bad example, but butthat's the way I, I, I envision it.
So, so, um, uh, yes, but you're right.
Kaiser is a bad example.
No, no, no, no, no, no.
I'm, I'm, I'm just, I'm justsaying that because, because.
Kaiser is now actuallymoving into the pace world.
(16:36):
So before Kaiser would provideonly some services here and there.
Right.
But now, um, from what I've, youknow, Kaiser's moving to the pace
world and they're going to startopening up their own pace centers.
That makes sense.
And I would assume they wouldn't bemoving there if it was not something
that they felt would be a benefit.
(16:58):
Cause I mean, I'll really win.
Pace is the best example of thepayer provider working together
because it's the same company,you know, so it's usually the
best
example.
Yes, yes.
Got it.
So now you understand alittle bit what PACE is.
(17:18):
So yes.
Thank you for listening to the Healthy,wealthy and Wise Podcast with Dr.
William t Choctaw, MDJD.
You can listen again to this andany of the previous episodes.
Leave a comment or oppose questions tothe doctor by going to www.thwwp.com.
That's www.thwwp.com and you've got it.
(17:44):
It's also available wherever.
You get your podcast, be sure tofollow, like, share and subscribe.
If you haven't already, then tune infor the next episode of the healthy,
wealthy, and wise podcast with Dr.
William T.
Choctaw, MD, JD, a production ofchange makers communications, LLC.
Coming up on this episode of theHealthy, Wealthy, and Wise podcast.
But, um, um, but, uh, with, withquality, when I was a quality
improvement manager, you know, I was,I was essentially behind the scenes.
You know, we would do a lot ofthe behind the scenes work, work
with compliance, send stuff toregulators, um, work on complaints.
(00:21):
It was a lot of behind the scenes stuff.
When I then moved into a directorlevel role, which was a center
director, um, and I'll Really quickabout the type of center it was.
So
welcome to the healthy, wealthy,and wise podcast with Dr.
William T.
Choctaw MD, JD, this podcast willprovide you with tools and actionable
(00:43):
information you can use to help live amore healthy, wealthy, and wise life.
It's powered 50 years of medicalexperience of this Yale university
medical school trained surgeon,who is also a Western state law
school trained attorney with.
Executive experience being a formermayor of Walnut, California, as well as
(01:05):
the current chairman of the nonprofitServants Arms, and as president of
Choctaw Medical Group, Incorporated.
This is the Leadership MasterclassEdition, already in progress.
Welcome ladies andgentlemen to our podcast.
We are absolutely delighted.
(01:26):
To have one of our unique leaders, um,and we indeed, uh, view this podcast as
an offshoot of the leadership masterclass.
And one of the things that we try todo on a regular basis is have leaders
in different levels of leadershipand have them to stop by and share
their words of wisdom with us.
(01:48):
Uh, we are absolutely I'm absolutely,uh, thrilled, uh, to have, uh, Mr.
Preston Choctaw.
Now, you may say, wait asecond, wait a second, Choctaw?
And I would say, yes,you heard that right.
Uh, he is indeed one of my progeny.
(02:10):
And we will, we will have him, uh, to tellus about himself, but welcome Preston.
Welcome to the Healthy,Wealthy and Wise podcast.
Well, thank you very much.
Very glad to be here.
Glad to be here.
Give us your thoughts about leadershipand what has been your experience over,
uh, your, your, uh, lifespan, uh, in termsof, uh, what you think leadership is and,
(02:36):
and how have you been involved with it?
Oh, let me replay it for all thecollege students who are listening to
you on this podcast and they say, youknow, I want that management position.
I want to be a director, supervisor,whatever, but I, but I don't know,
you know, I hear about so muchstuff going on and I don't know
(02:56):
whether how people were viewing me.
What kind of advice would you give them?
Yeah, so, um, One, I mean,it's, it's really hard.
I mean, it's, it's complicated just, justbecause you don't know the environment
that, that you're walking into.
I mean, culture matters.
(03:17):
When I mean culture, I mean theculture of, uh, of the organization.
Got it, got it.
You know, and that culture is usually setby, by, by, by, by leadership, by whoever
the CEO or the executive director is.
So, okay.
So the, the culture of the organizationmatters, but, um, but for, you
(03:40):
know, for like myself or for someonewho's, who's African American, or
someone who's a minority coming into,you know, an organizational role.
Um, one, I'd probably say that one of thebiggest things is, um, results matter.
So, so, um, focus on what the result is.
(04:03):
Focus on what the expectation is.
Okay.
Actually, let me, let, let, let, letme actually change that, change that.
So I would say, understand yourexpectation, understand what does
the company expect out of me, evenmore importantly, what does, Um, if
this is someone going into middlemanagement, then it's like, what does
(04:24):
my director or my boss expect out of me?
Got it.
Understand that backwards and forwards,and that can just be like, you know,
having a conversation, sitting down, youknow, you first get into that position,
you're like, you know, You know, you know,what, what are my expectations, you know,
in the first nine, 90 days, what are the,my responsibilities, et cetera, et cetera.
(04:49):
So that's one, um, to, um, um, focuson what you can control also, there,
there'll be times when there'll be thingsoutside of your control by however.
You know, things, the things thatyou may not be able to impact, but
(05:12):
there may be things that you canimpact that could still result in
what you're trying to accomplish.
So I'll, I'll say that again, focuson what you can control, what you can
do for your, what you can do yourselfand not be worried about things that
are external to you that you can not.
(05:33):
do anything about.
Makes sense.
Control the controllables.
Yes.
And then the third thing, and I'd saythe most, one of the most important
things is something that I've alwayslived my life as much as possible is,
um, you know, I've always tried to havea positive outlook about everything.
(05:54):
Got it.
Everything.
Everything.
Positivity.
Tell you positively.
Positivity changes lives.
I agree.
Positivity will change your life as well.
Yes.
No bad days.
Yes.
Yes.
I understand.
It's all.
It's all.
All perception.
It's all in your head.
(06:15):
How you decide that you want to live yourlife and how you see how your life is.
Yes.
All perception.
Yes.
So utilize that.
So if you're concerned about going into anorganization where you feel like you may
not get a fair shake or You know, or youfeel like, you know, people may be judging
(06:38):
you about certain things or, or whatever.
One, you can't control otherpeople's perceptions about you.
You can just control yourown perception about life and
your own life and everything.
And, and, and what will happen though,is If you get into a position where maybe
(07:01):
people are judging you and maybe peopleare seeing you in a certain way and, and
maybe, you know, I mean, maybe you're inan organization where they're saying, Oh,
you know, because, because this person'sblack, he's, he's going to think this
way or he's going to do certain things.
You, you live your life andyou conduct yourself in a way
(07:22):
where that doesn't matter.
What matters is.
What the results that you're gettingat your job, how you're working and,
and, and that, um, uh, um, and that,uh, you are the person who you are.
Right.
Right.
So it doesn't matter what,how anyone else sees you.
(07:46):
It's more about how, whatyou project from yourself,
right.
And that, you know,
and yeah, how you see yourself andhow you project it out, because what's
going to happen Um, uh, there will besituations where people are going to say,
you know what, no matter what type of.
(08:06):
Crap happens to such and such, man,he's, he or she is always positive.
Wow.
They're still look how motivated they are.
They're still working really hard.
You know what he's someone,or she's someone that we want,
we want him in this role.
Because what happens isthat becomes infectious.
(08:27):
You're positive like that.
It really spreads to everyoneelse about being positive.
Exactly.
Just the same way that negativitywill spread to everybody else.
Exactly.
And if it's a, if it's a goodorganization, they want the
former, they want the positivityand they want someone in there.
(08:49):
who will make a positive impactand influence others in that way.
And that's, and, and that's alsohow, when you look at leadership, if
leadership is radiating that positivity,that's how that culture changes.
And that's how that culture becomesone of that people want to stay at and,
(09:10):
and people want to work, work there.
And people want to, To retire there.
Also
makes sense.
Makes sense.
I'm impressed that you learned so much.
And it's such a, it's such a short time.
I, I, I feel very good.
(09:32):
So no, no, go ahead.
You, you, you, you weretaking us on your journey.
Yeah.
Oh yeah.
So, all right.
So,
so, um, all right.
So what I was saying when, when,when, when I was in management,
when I first went into my firstmanagement job and I had like 16
staff, um, I had no supervisors.
(09:55):
It was a really fastpaced, uh, environment.
Um, and it was, it was.
It was hard.
I was putting out fires every single day.
There was always an issue.
There were people whodidn't like each other.
People were purposely tryingto backstab each other.
And I'm trying to kind of ref andcorral everyone, etc, etc, etc.
(10:15):
Um, it was then that I, that I knewthat Um, that it's one thing to be like,
like, uh, like, like what I said beforewhen I was like, oh, when I was a staff
person, I looked at someone being amanager, like, oh, it's not that hard.
You know, Uhhuh, . It's one thingto, you know, think that, you
know, I manage projects so I canmanage pe PI can manage people.
Uh, and it's, it's anotherthing to actually manage people.
(10:37):
So if someone wants toget into management, yes,
you gotta start somewhere.
But if I'm gonna hire a manager,typically, and depending on what.
The team makeup is.
I'm usually looking for someone who hassome sort of management experience who
knows that you're going to be dealingwith people and then be dealing with
getting those relationships to work.
(10:58):
So
that's management.
And then let's get into leadershipand more about director level.
And, and when I became a director, whenI went into the director level, um,
It was really kind of different for mebecause I, as a manager and the specific
type of management rollout, I was in a,uh, I was a quality improvement manager,
(11:22):
quality improvement, and mind you, wecan have a whole nother call on quality.
And we might
do that at a later time.
I mean, if you want, we can
get a quality improvementprocess improvement.
Well, you know, I can, we, we, we canget all into that, but, um, um, but,
uh, with, with quality and when I was aquality improvement manager, you know, I
was I was essentially behind the scenes.
(11:43):
You know, we would do a lot ofthe behind the scenes work, work
with compliance, send stuff toregulators, um, work on complaints.
It was a lot of behind the scenes stuff.
When I then moved into a director levelrole, which was a center director,
um, and I'll tell you really quick,About the type of center it was.
(12:04):
So, um, uh, I had worked, I've workedfor what's called a PACE, uh, program.
PACE stands for Program of AllInclusive Care for the Elderly.
It's a federally funded program,so it's funded through, uh,
CMS, so Medi Cal and Medicare.
(12:25):
Uh, and they basically provide,um, uh, money to organizations
to, to organizations to providecomprehensive medical, emotional,
uh, so, I mean, basically wraparoundcomprehensive healthcare services
for seniors who are 55 and olderwho have a, uh, a chronic illness.
(12:49):
Okay.
I know it's a mouthful, but, um, and,uh, and, uh, PACE programs, they're still
relatively unknown for the most part.
I mean, some people know about themin the healthcare industry, but they
haven't really caught on yet, butthere's a real strong possibility
they're going to kind of explode.
(13:11):
Um, there are some largescale organizations who are
trying to, you know, ramp up.
Opening centers and, and promoting ita lot more and I mean, we'll see, um,
uh, with the new administration, whathappens with that, but, um, the pay
services themselves, I have been extremelyimpactful for low income seniors.
(13:36):
Got it.
Because basically it's because if youhave Medicare and Medi Cal, right,
you got to qualify for Medi Cal.
So essentially for low incomeseniors, but senior is, is they,
they say it's 55 and older.
So, you know, there may be some peoplewho don't think that they're seniors, but
that 55 us may, may, may get you there.
(13:56):
It gets there real fast, no?
Yeah.
Right, right, right.
Right.
Right.
Um, but, um, but anyway, with, with, withPACE programs, I'll just say this briefly.
Um, means we do a, aprimary care provider.
So you have a PCP, you have RNnursing services, you know, it's
(14:16):
basically like an outpatient clinic.
Then you have everythingelse under the sun.
So you have transportation to, fromappointments, you have a social worker on
staff for you, you have a diet, dietaryservices, you have, Visible therapy,
occupational therapy, speech therapyservices, you have um, what am I missing?
(14:41):
Uh, did I miss anything?
Let me see.
Oh, um, no, so, oh, uh,home care services as well.
Okay.
Um, and, but even, so those areusually services within the center,
but then they, Then they will usuallysend you out to specialty so you'll
have optometry, podiatry, cardiology,pulmonology, dialysis, every service,
(15:07):
any and every service that a seniorwill need PACE programs provide.
Okay.
And that will be at no cost to that seniorbecause CMS is paying for everything.
Wow.
Right.
So that's why, and that tome, PACE is like the model.
(15:27):
The new model of health care, whichI think this country is going to move
towards, because what, what they foundwas that, um, typically when you have your
normal, uh, uh, provider, who's, or theprovider of care, and then you have the
payer of care, you know, the insuranceplans, there's usually a conflict there.
(15:51):
Right, because the doctor may wantto prescribe something or may want a
certain service for the patient, but thepayer, the insurer is like, no, no, no,
I don't think, I don't think that makessense, so we're not going to pay for it,
and then they're going back and forth,and then who's stuck in the middle?
Patient is the
patient is.
It almost sounds sort of like aKaiser for the elderly and that's
(16:13):
probably a bad example, but butthat's the way I, I, I envision it.
So, so, um, uh, yes, but you're right.
Kaiser is a bad example.
No, no, no, no, no, no.
I'm, I'm, I'm just, I'm justsaying that because, because.
Kaiser is now actuallymoving into the pace world.
(16:36):
So before Kaiser would provideonly some services here and there.
Right.
But now, um, from what I've, youknow, Kaiser's moving to the pace
world and they're going to startopening up their own pace centers.
That makes sense.
And I would assume they wouldn't bemoving there if it was not something
that they felt would be a benefit.
(16:58):
Cause I mean, I'll really win.
Pace is the best example of thepayer provider working together
because it's the same company,you know, so it's usually the
best
example.
Yes, yes.
Got it.
So now you understand alittle bit what PACE is.
(17:18):
So yes.
Thank you for listening to the Healthy,wealthy and Wise Podcast with Dr.
William t Choctaw, MDJD.
You can listen again to this andany of the previous episodes.
Leave a comment or oppose questions tothe doctor by going to www.thwwp.com.
That's www.thwwp.com and you've got it.
(17:44):
It's also available wherever.
You get your podcast, be sure tofollow, like, share and subscribe.
If you haven't already, then tune infor the next episode of the healthy,
wealthy, and wise podcast with Dr.
William T.
Choctaw, MD, JD, a production ofchange makers communications, LLC.
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